Editorial: strategy in hospitality management.

This is an Accepted Manuscript of an article published by Taylor & Francis in Scandinavian Journal of Hospitality and Tourism on 26th November 2008, available online: http://www.tandfonline.com/doi/abs/10.1080/15022250802532435Doing research in strategy is exciting but perhaps also one of the most difficult things to do. It is exciting because strategy concerns considering the overall situation and development of companies and industries in a changing environment. Difficult because it leads to multidimensional models where it is neither clear which variables should be included or excluded, or what causality, if any, there is between the chosen variables. A glimpse into the most relevant scientific electronic base (‘‘Hospitality & Tourism Complete’’, 2008) in search of hospitality strategy publications, gives 1451 hits1 for the last 10 years. However, only 163 of these were filed as ‘‘peer reviewed’’. This information reveals mainly two things: First, the urge to announce and give opinions about strategic issues is high with close to 150 publications each year. However, the number of peer-reviewed publications is less than 17 per year, and without any other knowledge about why and how such peer-reviewed papers become published, it is easy to conclude that less than 17 academic contributions each year from hundreds of hospitality schools and research centres is a very small amount